Transnational Strategy Shift:
The Importance of Cultural Awareness
Case Study: IKEA
Master Thesis
University of Borås
Textile Management
June 2015
Supervisor
Jenny Balkow
Authors
Isabella Ahrens and Theresa Guetz
Thesis Number: 2015.11.03
Blank-page
II
Declaration
___________________________________
This research was conducted during the spring of 2015. We declare to have worked on
the entire thesis Transnational Strategy Shift: The Importance of Cultural Awareness
on our own under the supervision of Jenny Balkow, Ph.D. and to have listed in it all
literal and other scientific resources in accordance with legal regulations, internal
regulations of University of Borås and internal acts of Textile Management of
University of Borås.
Borås, 26th of May 2015
___________________
Isabella Ahrens
____________________
Theresa Guetz
III
English title: Transnational Strategy Shift: The Importance of Cultural Awareness
Year of publication: 2015
Authors: Isabella Ahrens & Theresa Guetz
Supervisor: Jenny Balkow, Ph.D.
Abstract
Internationally operating business organizations tend to use a global marketing strategy by
using a standardized approach for all their markets. This strategy method however, has not
proven successful for companies to compete in the different markets worldwide. The
adaptation of local preferences hence, seems to be crucial for multinational retailers.
This study therefore, determines the complexity of considerations of a shift from a global to a
transnational strategy includes. The decision making of which strategy is appropriate for
multinational retailers to compete on a global market can be quite puzzling, as is can be
especially seen in the bed textile segment. Therefore this research paper investigates, within a
case study of IKEA’s marketing strategy in the bed textile department, what the challenges
are how influential cultural awareness is related to transnational strategies is and what
challenges entail around this thematic. The methods that were used for this study include a
literature review in the mentioned focus areas, transnational strategy and cultural awareness,
and a collection of primary data through a qualitative research design with an open
questionnaire sent to the Sales Leaders of IKEA.
The research has shown that cultural awareness is an important factor when it comes to
operating across countries. When dealing with the right degree of strategy adaptation of
market relevant products, the Sales Leaders of IKEA have also perceived various concerns.
Therewith an adaptation may not be the solution for all businesses, since this depends on
many different factors, such as product and market preferences. The cultural preferences in
each country and the right degree of standardization and local preferences are a big issue for
the global bed textile industry and are hence perceived as the main challenges in this concern.
Possible paths for future investigations are shown by the results of this study. Thus, an
inclusion of other cases could enable the possibility of a generalization of the study’s
findings. Also, the same case study could be expanded by including customers input in the
individual markets; this would lead to a better understanding of the customer’s preferences
and a higher validity of the study. Last but not least this study has shown that cultural
awareness is necessary for multinational retailers in the bed textile industry; however
interesting factors concerning the shift could be identified.
Keywords: Transnational strategy, shift, global strategy, cultural awareness, market research,
local preferences, bed textile industry.
IV
Table of Content
1. Introduction ........................................................................................................................... 7
1.1 Background ..................................................................................................................... 7
1.2 Purpose of the study ........................................................................................................ 8
1.2 Research Question........................................................................................................... 9
1.3 Structure of the work....................................................................................................... 9
1.4 Delimitations ................................................................................................................. 10
1.5 Definitions ..................................................................................................................... 10
2. Theoretical Background ...................................................................................................... 11
2.1 International Strategic Management ............................................................................. 11
2.1.1 Organizational Structures ...................................................................................... 12
2.2 Summary organizational structure ................................................................................ 15
3. Transnational Strategy ......................................................................................................... 16
3.1 Implementing a transnational strategy and its challenges ............................................. 17
3.2 Cultural awareness and intelligence .............................................................................. 19
3.3 Cultural awareness from a business perspective ........................................................... 20
3.4 Summary ....................................................................................................................... 19
4. Methodological Framework ................................................................................................ 23
4.1 Research Method and Design........................................................................................ 23
4.2 Data Collection ............................................................................................................. 23
4.3 Data Analysis ................................................................................................................ 25
4.4 Validity and Reliability ................................................................................................. 26
5. Close-up IKEA .................................................................................................................... 28
5.1 History........................................................................................................................... 28
5.2 Vision and business idea ............................................................................................... 28
5.2.1 The IKEA concept ................................................................................................. 29
5.4 The Blue-Ocean strategy ............................................................................................... 31
5.5 The IKEA Blue-Ocean strategy .................................................................................... 31
6. Case Study of IKEA`s bed linen ......................................................................................... 33
6.1 Introduction to the data analysis ................................................................................... 33
6.2 Market Research Analysis............................................................................................. 34
6.3 Cultural Challenge Bed Textiles ................................................................................... 35
6.4 Strategic Management Analysis .................................................................................... 37
7. Discussion ................................................................................................................... 40
7.1 Market research ............................................................................................................. 40
7.2 Cultural challenge ......................................................................................................... 41
7.3 Strategic management ................................................................................................... 42
7.4 Answering the research questions ........................... Fehler! Textmarke nicht definiert.
7.5 Implications ................................................................................................................... 44
7.5.1 Implications ........................................................................................................... 44
7.5.2 Implications for theory .......................................................................................... 44
7.5.3 Implications for further research............................................................................ 44
8 Conclusion ............................................................................................................................ 45
V
List of Tables
Table 1 - Thematically analysis approach ............................................................................... 22
Table 2 - Thematically analysis approach ............................................................................... 25
Table 3 - Cluster divisions of IKEA markets .......................................................................... 26
Table 4 - Cluster divisions of IKEA markets .......................................................................... 33
List of Figures
Figure 1 - Organizational Structure ................................... Fehler! Textmarke nicht definiert.
Figure 2 - Organization Configuration Model................... Fehler! Textmarke nicht definiert.
Figure 3 - Global Matrix Structure .................................... Fehler! Textmarke nicht definiert.
Figure 4 - IKEA’s internal Hierarchy ...................................................................................... 31
Figure 5 - Years employed at IKEA ........................................................................................ 34
VI
1. Introduction
This chapter is intended to build up the interest for the thesis. First a background to the
research area is being presented. The introduction will continue with the purpose of the
study, which includes the problem statement, and continues with the definition of the research
questions. Lastly the limitations of the research will be discussed.
1.1 Background
To date, thousands of companies branched out from their local markets and expanded their
business all over the world, by setting up marketing strategy replicas from their home
countries. This approach, however, has not proven successful for some of the largest
companies, such as Wal-Mart (Landler & Barbaro, 2006), Starbucks (Schultz & Yang, 1999),
Red Bull (Rogers, 2014: 9-10) and IKEA (Michman & Mazze, 2001). Managing business
operations across international borders is one of the biggest challenges, when entering into
new markets.
Root (1994) states, that the design and execution of international business strategies is the
Alpha and Omega for successful market entries. He exposes that the global economy has
created business environments, which demand companies to look past their local and
traditional thinking and to look at businesses from an international global perspective instead.
According to Winter & Szulanski (2001), applying a homogenous strategy for all countries is
linked to benefits, like economies of scale or brand recognition. However, the international
business literature has long realized that these benefits should be changed against the
advantages of local adaptation. This raises the issue of how and to what extend multinational
companies (MNC’s) should implement transnational marketing strategies (Verbeke, 2013 and
Peng, 2014).
Studies and literature about the internationalization process share the same thought that when
expanding, a deep understanding of new markets is the most difficult, but also most important
factor (Liesch & Knight, 1999). The lack of knowledge and information about foreign
markets and business environments can be seen as the main obstacle when going international
(ibid). It is important therefore to invest a lot of time and money in market research.
Companies need to study the different cultures, their habits and customer’s traditions as well
as customs, since these elements are crucial when it comes to shopping patterns and consumer
behavior (Adekola & Sergi, 2007). Unfortunately, there is a lack of research literature in
international management that clearly addresses transnational strategies in terms of how they
build a necessity for MNC’s, the importance of cultural awareness involved, the right degree
of strategy adaptation to local preferences, and moreover practical case examples from
companies that have undergone a flourishing shift from a standardized strategy to a
transnational one.
According to Haex (2004) one industry, where consumer habits and preferences could not be
more diverse from each other, is the bed textiles industry. In his analysis he points out some
of the differences when it comes to sleeping habits around the world. For example in Japan,
people prefer sleeping on Futons, which are slat bed bases that are covered with quilts and
placed directly on the floor. On the other hand consumers in the US market, which differ
7
completely in their sleeping habit, prefer to sleep on a thick mattress, which can be up to 42
cm high. On top of the thick mattresses Americans use a flat mattress and then cover all of it
with one fitted sheet. Although these two examples are extremes, it clearly shows that cultural
differences make it very challenging for multinational retailers to satisfy their consumer’s
wishes and to act proactive (Haex, 2004). In line with this phenomenon our research is going
to focus on the bed textile segment and their strategic management decisions.
Particularly, we undertake a detailed analysis of the strategic management practices of the bed
textiles department of the Swedish home furnishing giant IKEA. Based on this study we show
that many of their international expansions have proceeded by using a standardized strategy
for their products in all the markets. This decision however, has not proven to be successful,
and the company had to overcome many setbacks. Existing marketing strategy studies based
on IKEA have either a general viewpoint (Mårtenson, 1981; Salzer 1994; Salzer, 1998), are
that old that its reliability could be questioned (Salmon & Tordjman, 1989) or little to none
emphasis has been put on the investigation of marketing strategies in particular markets, and
many studies dearth a well-defined understanding of what marketing standardization and
adaptation may mean in a retail perception. More recent studies (e.g. Burt et al., 2010)
investigate the standardization approach of IKEA but do not address a possible shift towards
transnational strategies.
Among researchers there has been a growing dispute over whether strategy adaptation can be
seen as the key success factors for multinational retailers, rather than using a standardized
marketing strategy (e.g. The McKinsey Quarterly, 2004; Rundh, 2003; The McKinsey
Quarterly, 2006a; Samiee et al., 2004). This appears to be particularly true for international
retailers that expand in countries where cultural differences are great. The question arises
where does this fact leave IKEA’s global business strategy? In order to understand this we
have to grasp into the thematic of international business strategies and the importance of
cultural awareness.
1.2 Purpose of the study
The main objective of this research is to understand the influence and importance of cultural
awareness for transnational strategies. Therefore IKEA’s marketing strategy will be
examined, with a focus on their bed textiles department. IKEA’s presence differs in all of
their markets and moreover, the countries differ in terms of cultural behavior and preferences.
The research aims to get a deeper understanding of the importance of shifting from a global to
a transnational strategy for international retailers. There has so far no research been pursued
that is dealing with the shift from a global to a transnational strategy within the bed textiles
industry. The dominant problem explored in this thesis is the fact that international companies
identify cultural differences as one of the most puzzling issues in their activities and at the
same time as the biggest potential barrier to their success, profitability and existence. This
problem is complex and challenging since every market has different economic and cultural
characteristics, which vary from other markets.
8
1.2 Research Question
The background and purpose described above led to the primary research question, which is
followed by a sub-question. These questions are going to be answered based on Sales Leaders
(SLs) opinions from the multinational retailer IKEA:
How influential is cultural awareness for multinational retailers, operating in the bed textiles
industry?
What challenges do multinational retailers, operating in the bed textiles industry, need to
overcome before shifting to a transnational strategy?
Both of the questions are driven by the fact that multinational retailers tend to use a global
strategy for all their markets. According to Landler and Barbaro (2006), this decision has
contributed to market failure for big retailers, such as IKEA. Therefore it is interesting to find
out, how influential cultural awareness, especially for retailers operating in the bed linen
industry, is and what challenges they need to overcome for a transnational strategy shift.
1.3 Structure of the work
The structure of the work is build op on the purpose of this study. To get familiar with the
thematic, the thesis begins by clarifying the theoretical background. By forming a broad
knowledge about already known theories and strategies, Chapter Two, analyses different
marketing approaches for multinational companies when entering new markets. This
explanation is made to get readers more acquainted with the terminology and the research
area. The focus, however, is put on transnational marketing strategies. Chapter Three
therefore is analyzing in detail transnational strategies and moreover it reviews cultural
intelligence as a key for MNC’s. It explains the connection of cultural awareness and
transnational strategies as well as the direct influence of cultural differences on a company’s
profitability and the benefits it can offer when investing in market research, before taking the
step to enter a new market.
Chapter Four covers the methodology part and briefly explains the instruments used for
gathering information. It also explains why using IKEA’s international business activities, is a
useful case study for serving the closing purpose of this thesis. A short close-up about IKEA
is being presented in Chapter Five. The chapter is going to give a brief summary about the
history of IKEA and its vision and business idea. Moreover the chapter is going to present the
“Blue Ocean” business strategy.
The main research part of this thesis can be found in Chapter Six. The aim of this chapter is to
analyze in a descriptive way the results of the study. Chapter Seven, the Discussion, links the
findings with the topics brought up in theory. The focus lays in the identification of current
challenges in the bed textile department of IKEA. Moreover, the analysis will show if a shift
to a transnational strategy for multinational retailers might be of advantage to compete better
internationally.
The final chapter, Chapter Eight, provides a conclusion of the case study and the final
outcome of the thesis. It is going to link the theoretical background with the findings of the
study and will try to create knowledge in this research area. Additionally it will give guidance
for future research.
9
1.4 Delimitations
This research is going to concentrate on the analysis of transnational strategies and the
influence as well as importance of consumer habits on multinational companies. Thus, the
paper is not going to dig deeper into the research area of internationalization processes and its
implementation steps. Entry modes for international companies are another topic, which is not
going to be mentioned in this research. This paper is furthermore not investigating cultural
differences or culture as such. It is defining the importance of including cultural awareness in
international business activities. Moreover, the research is not going to analyze each IKEA
market in detail on their relevant product preferences in size and design in the bed textile
sector. It will however try to find similarities between the markets, when it comes to
consumer preferences and bed dressing behavior around the world.
1.5 Definitions
The following two key words will occur throughout this research and will be in detail
explained in the following chapters; a brief definition will be given beforehand to make the
reader aware of these terms.
Transnational Strategy: It is a marketing strategy, which is being used by multinational
companies. The aim of this strategy is to find the right balance between standardization and
local adaptation to countries specific requirements.
Cultural Awareness: It is the awareness of the differences between various cultures, which
is essential when it comes to the interaction between people from other cultural backgrounds.
10
2. Theoretical Background
This chapter intends to build up the theoretical basis for the thesis. First the four different
marketing strategies will be introduced briefly. An emphasis is being put on the transnational
strategy, due to the fact that the research later on builds up on this approach.
2.1 International Strategic Management
The target/goal of competing in foreign markets successfully can be achieved by pursuing an
international strategic management. It creates a framework by defining the company’s
essential goals (Lymbersk, 2008).
Recent research proposes the following definition, according to Lynch (2007), of
international strategy:
“The field of strategic management deals with the major intended and emergent
initiatives taken by general managers on behalf of owners, involving utilization of
resources, to enhance the performance of companies in their external environments”
(Lynch, 2007).
Strategic management makes fundamental decisions about the future success of an
organization. It explores the environmental surrounding, the organization and the resources
that are being handled by the companies. These factors are then used to explore and define the
purpose of the organization. There is a constant change when it comes to environmental and
organizational processes. This change leads to the fact that international strategy is an
ongoing and comprehensive process that needs to be reviewed continuously.
When comparing a company working in multiple markets with a company operating in just
one single market, it is easier to develop a strategy for companies that are operating on a local
base. Companies that operate in one country only have to deal with one currency, one
customer behavior, one legal system and one language. On the contrary, multinational
companies have to deal with more than one currency, government and culture. To handle
these challenges, it is necessary to implement an international strategy across the business
entities of a company. As already mentioned in the Introduction, this is the point where most
multinational retailers are facing the need of a trade-off between benefits and difficulties
when entering new markets. According to Lymbersky (2008) the advantages can be divided
into three areas - international flexibility, worldwide learning and global efficiencies.
International flexibility is related to the opportunity for a multinational organization
to tackle challenges and opportunities more efficiently. National companies for example only
need to focus on one market and try to fulfill their market demand. Anyhow they are not able
to respond to changes in the demand by adapting their production in another country in their
network and use their resources, as multinational companies are.
Worldwide learning is about seeing cultural differences as a potential for improving
the organizations processes. It is about utilizing the insight to further strengthen the activities
in each country. This learning can be identified as a key competitive advantage into which
companies should invest in (Bartlett et al., 2007).
11
Global efficiency can be achieved by MNCs in different ways. For example location
efficiency or Economies of Scale (EoS) Location efficiency is concerned with finding a
suitable location for either the production, research or development department. This decision
is most of the time based on different factors like for instance cheap labor or skilled
workforces in another country. Companies can achieve global efficiency by making use of
EoS. They are defined as cost advantages that arise with the increased output of a product.
The more units being produced the lower the fixed costs per-unit are going to be (Norman,
1979).
In practice it is quite challenging to take advantage of all these three factors mentioned above
at the same time, since they can be interpreted as trade-offs. For example if a company
decides to centralize most of its production and R&D department, global learning is going to
get lessened. On the other hand if a company decides to decentralize, which will result in a
higher level of responsibility for local units, problems might occur that will lead to
redundancy. Therefore it is essential for multinational companies to find the right balance in
these factors when implementing a new strategy.
2.1.1 Organizational Structures
The main objective of an organization design is to develop and implement a correct corporate
strategy. From a decision-making process perspective, the most important parameter is the
right balance of local and central influences. Generally, companies operating in more than
one market have implemented one of the four organizational structures seen in Figure 1.
G
l
o
b
a
l
E
f
f
i
c
i
e
n
c
y
Global
Strategy
Home Replication
Strategy
Transnational
Strategy
Multidomestic
Strategy
International Flexibility
Figure 1 - Organizational Structure
This matrix has first been developed by Bartlett and Ghoshal (1998), and describes the
characteristics of each of these organizational designs. As already mentioned at the beginning
of this chapter, all of the four strategies are being described briefly, whereas an emphasis is
put on transnational strategies. It is important to get an overall view of the four strategies first,
to later on understand the distinctions between each of them. Most crucially though to
understand the importance for MNC’s to shift towards transnational strategies.
12
This framework (Figure 1) is centered on the two advantages mentioned before, international
flexibility and global efficiency. In the next chapters each of these strategies from figure 1 are
going to be analyzed briefly.
2.1.1.1 Home Replication Strategy
International (export) strategy is often used as a synonym for home replication strategy in the
literature. This strategy is characterized by the home country-based competencies in foreign
markets (Peng, 2013). Therefore companies transfer their experiences from their home market
to other countries. The name of the strategy is not surprising though, since companies are
aiming to replicate advantages, which they have already gained from their home country, to a
new market in which they want to enter (Rivera, deLeon, 2008).
The companies offer standardized products and exploit the parent companies knowledge
through the world. Their key strategic capability basically is to transfer the home countries
innovations worldwide. An example can be taken from the German automotive industry,
which uses a home replication strategy when entering new markets. German car brands like
Audi, Mercedes or BMW for example sell their cars in foreign markets with the image that it
is possible to travel very fast but also safe. This image arises with the fact that consumers all
over the world know that in Germany, different to other countries, parts of the highway do not
have speed limits. Even though most of the consumers are not able to enjoy these cars to their
fullest, they still have this image in their mind. When taking a look at Figure 1.0 we can see
that the home replication strategy can be used best when there is no or less need for
international flexibility and global integration (Lymbersky, 2008).
2.1.1.2 Global Strategy
As Figure 1 shows, a global strategy is defined by low international flexibility and high global
efficiency. Companies using a global strategy see the world as one big market with a
homogenous consumer behavior. Standardized products are being offered in each of the
countries a company operates in. The aim is to reach a high level of Economies of Scale
(EoS), due to the fact that the same production process can be applied for all products in
every market. Global strategy aims for a competitive advantage that comes from common
global brands, largely standardized products and global scaled production with little local
variations (Porter, 1990).
It furthermore focuses on a standardized marketing campaign and one standardized
distribution system. Using this kind of strategy often allows companies to outsource
production to countries where production and employment costs are much lower than in their
home country (Laroche et al., 2011). The global strategy is very similar to the home
replication strategy mentioned previously but organizations using a global strategy develop
one strategy for all their markets. They believe that this one strategy is applicable to all of
them. Home replication strategy on the other side believes that the way of doing business in
the home country can be applied for all other markets as well. As an example for a global
strategy, we can use the Chinese computer technology company Lenovo. They take advantage
of EoS and hence, outsource their production to low cost countries like India, China and
Mexico. They have also outsourced their R&D department to Shanghai and Raleigh since
workers there are highly trained in the computer and electronic industry (Lenovo, n.d.).
13
2.1.1.3 Multidomestic Strategy
When a company uses a multidomestic strategy, it adapts and customizes the parent
company’s strategy to country specific needs. The matrix above shows that this strategy is
high in international flexibility but has a low level of global efficiency. When using an
entirely multidomestic strategy a company does not only adapt its products but also their
marketing, advertising, distribution and R&D to each country (Meyer, K., Su, 2015, pp. 149158).
To sum it up a multidomestic strategy is where a company completely customizes its response
to each of the existing markets. Therefore the organization operates with more or less
uncontrolled subsidiaries. This enables them to focus completely on each countries needs and
consumer preferences. The literature says that this approach is used best when consumer
habits are very different from one country to another (Bartlett et al., 2007).
This strategy however, has a negative side effect for the parent company. Due to the high
level of self-responsiveness of subsidiaries, the parent company loses some of its control and
coordination over their markets. Moreover a key disadvantage is that through their geographic
and organizational structure achieving a high level of EoS is quite impossible to reach, since
production and distribution processes are customized (Hitt et al., 2010). As an example we
can take a look at the European consumer products company Unilever. The company focuses
on producing and distributing food and beverage products. This company emphasizes on
adapting their products to each geographic area, to be able to meet different consumer’s tastes
and preferences and wishes when it comes to fresh food and beverages (Lymbersky, 2008).
2.1.1.4 Transnational Strategy
Bartlett et al. (1998) are, including a few other researchers, the ones who claimed that
transnational strategy is either superior to other strategies or it is the ultimate level to reach
for success. There is not much to be found in textbooks on international management. This is
also why the topic around transnational strategies remains rather abstract with a lack of
theoretical profundity. This lack of theory is also strengthened by the recently published
research paper, Integration and responsiveness in subsidiaries in emerging economies (2015),
where the authors state that little evidence exists of, if and how transnational strategies can be
applied. Besides the theoretical part, case examples, which deal with a transnational strategy
shift, are missing in literature. This statement is being strengthened also by the researcher
Sirkeci (2013), who’s scholars are dealing with transnational strategies and consumer
behavior.
Ibrahim Sirkeci (2013) tries to define in his book, “Transnational Marketing and
Transnational Consumers”, transnational strategy as following:
“[…] as the understanding and addressing of customer needs, wants and desires in their own
country of residence and beyond and in borderless cultural contexts with the help of synergies
emerging across national boundaries and transfer of expertise and advantages between
markets where the organization operates transnationally with a transnational mentality
supported by transnational organization structures and without compromising the
sustainability of any target markets and resource environment offering satisfactory exchanges
between the parties involved.”
(Sirkeci, 2013)
Anyhow, there is no clear definition in marketing literature what “transnational marketing” in
detail is about. The mentioned definition above is a revolutionary attempt to explain concepts
14
and the understanding of this increasingly essential phenomenon. There has been a lot of
research going on in the field of transnational strategies and new key words have appeared in
the last years that are connected with the approach of transnational marketing, such as
strategic agility or ambidexterity challenges (Fourné et al. 2014, pp.3). Before chapter 2.2 is
going to dig deeper into the subject matter of transnational strategy themselves, following
sub-chapter is going to give a short summary and overview about the four mentioned
marketing strategies.
2.2 Summary organizational structure
Having described all of the four organizational structures that were based on Figure 1, it is of
great interest to see a clear distinction in their network models, which also helps to get a
better general overview. The following figure distinguishes and highlights the differences
between each of them. This figure was adapted from the book Transnational Management by
Professor Manish Parsuramka (2010).
Figure 2 - Organization Configuration Model
The box in the center of each of the models indicates the parent company. The boxes around
the center-model represent the worldwide subsidiaries. If a box is filled with red color it says
that the concentration of power lies within these units. When boxes are connected with a full
line, this means that the parent company has complete control over their subsidiaries. The
lines also indicate knowledge sharing within the units. And as seen in the last model, only in
transnational strategies, sharing of ideas exists also between all the subsidiaries and the parent
company. According this author competence may not only be located in the headquarters but
also in all the subsidiaries. As seen on Figure 2 above the strategy complexity of the four
types varies in terms on internal coordination and knowledge flow (Pla-Barber, 2002,
Harzing, 2000, and Wolf and Egelhoff, 2002). To be able to work effective and efficient in
this kind of model, companies are facing different challenges. The next chapter is going to
focus on this problematic and will try to analyze transnational strategies even further.
15
3. Transnational Strategy
This chapter is going to focus on the approach of transnational strategies. Therefore the
model is being analyzed in great detail, to provide as accurately as possible, an overall
picture of this business strategy. Furthermore challenges when implementing this strategy are
being pointed out and the importance of cultural intelligence is being linked to transnational
strategies. Then the importance of cultural awareness and intelligence will be presented and
set in relation to the business perspective. The chapter ends with a summary of the findings.
The organization model for an adapted transnational marketing strategy differs completely
from all the other three approaches, as seen on Figure 2. This model is more or less a
combination of a multidomestic strategy’s local responsiveness and a global strategy’s
efficiency. Companies using this strategy are aiming for both of the advantages, international
flexibility and global efficiency, as also displayed in Figure 1 (Verbeke, 2013 and Peng,
2014). Basically this strategy aims to capture the best of both worlds. These transnational
companies endeavor to strike a balance between the level of standardization and the extent to
which they should include country specific requirements to their business activities.
These strategies are followed with the objective of achieving all three advantages – global
efficiency, international flexibility and worldwide learning. Bartlett and Goshal (1998)
distinguish between three key attributes that transnational strategies develop. In the following
part a description of each of these characteristics will be given.
1. Multidimensional perspectives: This attribute is dealing with the national
subsidiary management. A subsidiary is a company that is completely or partially owned by
another company, which is normally referred to the parent company. This parent company
sets the regulations and laws that subsidiaries in foreign markets have to follow and the parent
company also carries the financial statements of the subsidiaries (Oxford Dictionary, n.d.).
A strong, national subsidiary management is addressing country specific needs and is able to
sense and analyze changes and shifts in the market (Katsikeas et al., 2006). Working with
subsidiaries is seen as a competitive advantage, due to the fact that companies fundamentally
understand and response according to a country’s culture, views, preferences, tastes and
systems (Bartlett et al., 2011 and Roth, 1995).
Subsidiaries also have to have an eye on competitors and react proactive when needed.
Transnational organization’s aim is to achieve a participative framework, in which the parent
company and the subsidiaries play an important role together (Grewal et al., 2008)
2. Distributed, interdependent capabilities: After knowing various country needs, a
transnational company must make choices between these needs based on their importance,
and then response effectively and timely. It is therefore vital to realize strategically more
important concerns. When the decision-making process of multinational companies is
centralized, which is the case for example in a global strategy approach. It is often very
difficult to react quickly and proper to different demands around the world. Organizations
hence, break away from the thought that activities, for which global scale or know-how is
important, must be centralized and open up to a broader view. They see national subsidiaries
as world source. The transnational strategy model is seen as an integrated network of all
parties included. National subsidiaries are not seen as the end of the delivery chain for a
16
company’s product. In fact, national units are seen as a source of know-how, ideas, skills and
capabilities that can benefit from all units included in the network. The company becomes a
truly integrated network of distributed and interdependent resources and capabilities (Porter,
1986).
3. Flexible integrative process: (Kornberger et al., 2011) This characteristic deals
with the co-existence of centralization, formalization and socialization. The parent company
is taking decisions that influence national units, which is defined as centralization. Assigning
and delegating activities from subsidiaries and taking responsibility are described with
formalization. Socialization is about the cooperation of each of the national subsidiaries in the
entire network, to exchange information and experiences (Parsuramka, 2010).
As mentioned at the beginning, transnational companies aim to find a balance between
standardization and customization in their products and processes. According to Barlett et al,
(2011) there are different pressure factors that force companies nowadays to adapt their
strategies and to move more towards a transnational strategy (Fourné et al. 2014, pp.3).
Each country alters from another in many different ways. Each of these things can be the
decisive reason for a market failure for multinational retailers. For instance - customer needs
and preferences, different competitors and the existence of product categories in different
phases of a product life cycle (e.g., Slangen, 2006, Ahammad and Glaister, 2011b, Sarala and
Vaara, 2010, Vaara et al., 2012, Reus and Lamont, 2009 and Weber et al., 2012b). Moreover
some countries of the world are rich in resources, others are not. These are just some of the
factors that need to be considered by companies that operate internationally.
3.1 Implementing a transnational strategy and its challenges
According to Ireland et al, (2011) implementing a transnational strategy is quite a challenging
task. The process is generally based on a global matrix structure (Figure 3). Companies that
aim to use a transnational strategy also need to adapt this kind of hierarchically structure. This
involves intra-organizational trade; strategic coordination and knowledge transfer not only
between the headquarter and its subsidiaries, but also through subsidiaries in different
countries. The subsidiaries are therefore extremely interdependent on a strategic as well as
operational level (Harzing, 2009). As Figure 3 shows, a global matrix structure consists of
both, functional and product expertise, that are integrated into teams. This enables quick
responses to the various requirements in the international market.
17
Figure 3 - Global Matrix Structure
Through this kind of structure a company is more flexible in all its activities. These activities
include the design of products or a proactive responding to customer needs from different
geographical areas. The headquarter (HQ) has to be in constant contact with both, product
groups and the countries. Anyhow, due to the complexity of the structure, employees often
have more than one manager they have to report to. Additionally an employee can also be a
member of various cross-functional teams. This makes it difficult to develop devotion to
either one of the groups. Another disadvantage is that the decision-making time is getting
extended due to a more complex reporting structure. The key to an efficient handling of this
structure is based on a substantial coordination of knowledge sharing within and across
international teams (Ireland et al., 2011).
In general, implementing and managing this type of strategy is expensive and difficult. The
implication is that companies, using transnational strategies, require complex structures,
frameworks and a strong culture to coordinate the value-creation activities. Therefore, they
have to face many challenges on the way (Hill & Jones, 2013).
Taking a look on the research of different authors (e.g. Hill & Jones, 2013, Bloom et al.,
2002), most of them agree on three main challenges when implementing transnational
strategies. These 3 challenges can be seen as sub-categories, which follow into the thematic of
cultural awareness. The research is going to describe each of them briefly in the next
paragraphs and later on, in Chapter 3.2, the study concentrates more on the central
phenomenon of cultural awareness.
Standardization and localization
Finding the right degree of standardization and localization of the product range can be one of
the trickiest parts. Robson (2005) has argued in their research that the main challenge that
international marketing manager face is the decision of which part of the products should be
standardized or adapted. It is important, therefore that all members of the network work in a
transparent and consistent way. A high level of transparency raises also a feeling of equal
treatment among all the employees, no matter where they are located in the world.
Additionally, consistent systems can simplify the administration activities by rising
operational efficiencies (Bloom et al., 2003).
Knowledge transfer
The key source of competitive advantage is knowledge transfer and therefore building trust
between all the value chain partners. Companies have to invest in the newest technologies to
be able to communicate in the best possible way with all their subsidiaries. The higher the
degree of electronic data interchanges, the better it is for companies. Information and
knowledge can be shared faster and less knowledge is getting lost on the way (Bloom et al,
2002).
Internal and external cultural differences
Transnational strategies have to face many cultural challenges. It does not matter whether
they are internal or external differences, the importance is to be aware of them and include
them in strategy decisions. It is essential to involve differences in the opinions, beliefs, tastes
and preferences into a company’s strategy (Zikmund & Babin, 2013). Companies need to
invest a lot of time and money in appropriate market research to be able to act proactive to
abrupt changing market demand. Cultural differences on the one hand can cause conflicts and
18
difficulties. On the other hand especially this variety, can be an important source of creativity,
which is essential for companies operating in today’s rapidly changing business environment.
In literature there is no specific time frame, which states how long market research processes
should be, to be well prepared for every situation abroad (Zikmund & Babin, 2013). Birn
(2004) however states, that the longer the market research is carried out, the better the final
results will be.
Companies need to overcome these challenges to create a system that can be used effectively
in multiple countries by utilizing local differences and at the same time sustaining global
consistency. Global consistency includes that the strategy should be on the one hand open to
local changes and on the other hand uses consistent approaches (White, 2005). Even if the
implementation of transnational strategies is challenging it is nowadays necessary to be
competitive within the international markets. This makes it necessary to adapt this strategy
and find the right degree of adaptation (Porter, 1986).
As Hill & Jones (2013) have already mentioned one of the biggest challenges in adapting a
transnational approach while turning away from standardized strategies, is the consideration
of cultural awareness. The following chapter is going to explain the importance of cultural
intelligence in MNC’s and its linkage to transnational strategies.
3.2 Cultural awareness and intelligence
When a MNC decides to shift towards a transnational strategy, cultural differences and
preferences must be considered since every market has different values. As already
mentioned in the previous sector, cultural awareness is strongly related to standardization and
adaptation, knowledge sharing and cultural differences. Before the focus will be set on
cultural awareness in business relations, the definition of cultural awareness will be stated in
more detail.
Referring to Adekola and Sergi (2007), it is well known that people’s cultural background,
values and experiences lead them unconsciously to do and see the things the way they do. A
lack of knowledge of the other culture or a misleading projection of similarities of the own
country to another, might end up people acting inappropriately. Hence, it is recommended to
be careful with interpretations and differences. Otherwise misunderstandings may occur
which can turn into an unwanted situation (ibid). Looking at the literature, there are many
authors discussing about cultures and their culture-related behavior in different terms. Some
authors call it culture awareness; some prefer to talk about cultural intelligence and some
about cross-cultural competence. Some authors such as Quappe & Cantatore (2007) define
this term, by saying that “cultural awareness becomes central when we have to interact with
people from other cultures.”
Cultural intelligence quotient (CQ) on the other hand is defined e.g. by Peterson (2010) as
“the ability to engage in a set of behaviors that uses skills (i.e. language skills) and qualities
(e.g. tolerance for ambiguity) that are tuned appropriately to the culture-based and attitudes of
the people with whom one interacts.” Since cross-cultural competences are not so clearly
defined and the existing definition relates to the CQ. This paper is combining CQ and cultural
awareness together, since the two are correlated. Furthermore these definitions are stronger
related to international relationships. (Sahin, F. et al. 2014; Earley et al. 2004; Ang et al
2007).
19
The main difference between CQ and cultural awareness is that CQ is related to the
intelligence quotient or IQ measuring. It is used to enable a determination of the cultural
openness or cultural knowledge of a person (Peterson, B. 2010). However, CQ is defining the
capability of a person to act effectively in intercultural contexts (Ang et. al, 2007). Cultural
awareness however is not measureable in the same way as CQ, but the criteria around the
topic are the same (Quappe & Cantatore, 2007; Peterson, 2010). By referring to Sahin et al,
(2014), CQ is a continuous learning effect, especially during international experience;
individuals gain a unique, conscious and aware knowledge through working with other
cultures. The increasing diversity in cultures leads to challenges for individuals as well as for
organizations, such as multicultural domestic work teams and global leaders (Soon et al,
2007). One of the main challenges is how people perceive cultural awareness by CQ.
The authors Quappe and Cantatore (2007) and Peterson (2010) have defined four different
types of this perception:
-
My way is the only way – (The Parochial stage)
I know their way, but my way is better - (The Ethnocentric stage)
My way and their way - (The Synergistic stage)
Our way – (Participatory Third culture stage)
Another important point, when it comes to cultural awareness, is the continuous change in
cultural experiences over time. This can be seen nowadays through masses of information
shared by media and other channels. Our cultural values have not changed so quickly at a
time when technology was not that advanced. In these modern times, where societies are
complex and industrialized, constant changes in cultural features are somewhat normal
(Ferraro, 2002). Ferraro defines this development as “cultural innovation - the introduction of
new thoughts, norms, or material items”. He also states that societies have generally accepted
cultural innovation and it has developed its own mechanism. According to him, it is important
to review a product or service constantly to see if it is suited for the new market with the
following different phases:
1.
2.
3.
4.
5.
It is superior to what already exists on the market (relative advantage)
It fits to the culture (compatibility)
It is easy to understand (complexity)
It can be tested (trialability)
It benefits clearly to a large number of people (observability)
Quappe and Cantatore (2007) state, that diversity in cultural background may become a
challenge, if organizations around the world need to work, decide and act together. The
confusion and complexity level may increase thus, and can make it difficult to reach
agreements. But cultural diversity also has its advantages when the organization takes
different approaches towards problems and expands its solutions. It involves the creation of
valuable skills and knowledge (ibid). The following chapter is focusing on cultural awareness
in business relations.
3.3 Cultural awareness from a business perspective
International trading has been growing ever since the existence of the Silk Road. If a
company decides to expand from its local market to a global market, the prevalent reason is
that they feel a saturation of the market. Globalization therefore seems to be widespread
solution to escape saturated market (Adekola & Sergi, 2007). Entering a new market has its
20
challenges, and Ferraro (2002) states that a commonly appearing factor of failure on the
international market is sourced in wrong assumptions that a person, service or company
would be in a foreign culture as successful as in a familiar environment.
As mentioned in the chapter before, cultures can differ from one country to another. It is
hence very important to know the different behaviors, habits, preferences of cultures to be
successful (Adekola & Sergi, 2007). Some research has shown, that the most frequent failures
in setting business in foreign markets were the inability of understanding the local ways of
thinking, rather than professional or technical incompetence (Tung 1981; Black et al., 1992).
According to Adekola and Sergi, (2007) problems arise in business communication across
cultures, when participants were unable to comprehend culturally predefined differences in
traditions, communication practices and thinking processes during planning phases. Hence
“International management requires the understanding of crossing cultures, multinational
corporations’ interactions, global perspectives, and corporate issues” (Adekola & Sergi,
2007).
It is important to be able to predict which ideas, products and services or behaviors are more
likely to be accepted by a foreign culture (Ferraro, 2002). As an example, IKEA has recently
(2015) introduced a small range of textiles and table accessories with a specific print. The
print design was from a famous designer called Olle Eksell. It shows children playing football
together. One of the boys is drawn as a white and the other as a black person. As these boys
are playing together, the drawing has no racist intention. Every market of IKEA has adapted
this range. Anyhow, one co-worker at IKEA in the US felt offended by the drawing. He stated
that the drawing of the face expression of the colored kid was not as precise as the drawing of
the other kid. Here we can see how cultures reflect on the same thing differently. The result
was that the range in the US had to be taken off the market. Now the IKEA US was facing the
problem of having ordered a large volume of different products with this specific drawing.
This led, especially in the bed textile range, to severe problems, since the US has different
sizes to all other countries. The question now arose, what to do with all the inventory stock?
This example shows that internally as well as externally, a company needs to include cultural
awareness into their daily business. Therefore cultural awareness and cultural intelligence are
necessary for all internationally operating companies. Business communication across
different cultures must be handled cautiously, since nobody is liable to reflect who he or she
is. It is necessary to understand the sense of a message and how it might be perceived
(Adekola, & Sergi, 2007). The three categories mentioned above (3.1) are very challenging
for multinational companies. Even though standardization makes the handling and offering of
the products easier, a local adaptation would satisfy the consumer in a larger extend. The
sharing of knowledge of cultural preferences and differences is important to compete on the
different markets and has to be up-dated due to their constant changes continuously. This also
shows that cultural awareness is one of the biggest challenges when it comes to shifting from
a global standardization to a transnational strategy where local adaptation is crucial for
success.
3.4 Summary
Chapter 2 and 3 surveyed the literature on the nature of organizational structures,
transnational strategies, the importance of cultural awareness, and the impact of culture on
businesses. Notions seminal to this dissertation, such as multidimensional perspectives,
interdependent capabilities, and flexible integrative processes were discussed. The issue of
21
choosing the right strategy for MNCs was examined from a constructive perspective.
Furthermore the importance of finding the right balance between standardization and
adaptation of a marketing strategy was studied. General theories of transnational strategy,
which holds the perspective that MNCs nowadays need to consider a shift from a global to a
transnational strategy, which takes into account cultural preferences and habits of foreign
markets, were summarized. The chapter continued with a discussion of the implementation of
challenges in transnational strategies. The three challenges of the implementation process,
which follow under the thematic of cultural awareness, were reviewed. In the following, the
importance to include internal as well as external cultural differences in business decisions
was revised.
The examination of theory has shown that it is necessary nowadays to localize business
strategies partly, to be able to satisfy customers around the world. Challenges, such as the
constant change of values and trends have never been as fast as it is today. The main reason
behind it is the development of cultural innovations. Due to the usage of technology
customers get influenced faster and change their minds permanently. Companies therefore
need to review their strategy and products on a constant base. Literature has shown that it is
very crucial for MNCs to handle transnational strategies. There is no case example yet
existing, which analyzes the steps from a global to a transnational strategy from a MNC.
However, during this research paper, one of the things that need to be studied is the relation
of market research to transnational strategies. The second one that needs to be understood is
to see how the current market situation in the bed textiles sector is. Furthermore, the third
thing that needs to be looked at is the strategic management analysis. This includes
advantages, difficulties and challenges when implementing a transnational strategy.
Table 1 shows, based on the literature framework, the thematically analysis approach of this
research. This table is a recurring theme through all work in this research and forms the basis
for this research.
Market
research
(Chapter 6.2)
Time
Tools
Market Situation
Strategic Management Analysis
(Chapter 6.3)
(Chapter 6.4)
Sleeping Range
behavior lacks
Adaptation Adaptation
Challenges
Advantages Difficulties
SL 1
SL 2
SL 3
…
Table 1 - Thematically analysis approach
22
4. Methodological Framework
This chapter provides an overview of the methodological framework of the thesis. The
research method and design will be clarified, which is going to explain why the selected
research method is suitable. Further on a description follows how the data was collected and
the structure of the study will be explained. The next heading is the data analysis method,
where the investigation steps towards the relevant results are shown. The chapter concludes
with a clarification of the validity and reliability of this paper and its relevance.
4.1 Research Method and Design
A research design gives a framework for collecting and analyzing the data of the research
(Bryman, 2012). During the research design, according to the same author, a connection
between variables was found and an underlining of similarities and differences are to be
enclosed. Research is either theory building (inductive) or theory testing (deductive) (Carson
et al, 2006). For this research paper a deductive approach was chosen, where the theory will
be examined, since this type of analysis gives a broad and detailed study of the topic and will
thereafter tested by a survey (Bryman, 2012).
The qualitative methods approach was selected for this case study, since a questionnaire
research design with a deductive literature research was conceived as an appropriate
framework. This is because of previous research that has been undertaken, related to the
thesis’ topic; the majority has determined a qualitative research method with purposive
sampling as their framework (Johnsson & Foss, 2011). According to Bryman (2012), the
selected method gives an overview of the reality, which helps us to understand the actual
situation. This reality is simply based on assumptions and cannot be measured as with a
quantitative research method (Carson et al, 2006). While a quantitative research method is
merely based on numbers, a qualitative research approach is concerned with words during
collection and analysis of data (Bryman, 2012).
4.2 Data Collection
The data collection for this study originates from two coinciding sources; an examination of
relevant documents, journals and books and an open question survey. The secondary data was
collected from a number of different sources. On one hand we used documents such as peerreviewed journals and other media, such as books, journals, and online data. On the other
hand secondary data was conducted systematically with IKEA manuals such as the IKEA
intranet, which offers access to the internal manuals and tools of the company. The
investigation of relevant documents was not only necessary to gather more information about
the topic; it also allowed us to check the received information with mentioned media. The
Primary data was collected by a questionnaire, which was sent to the SLs of IKEA’s bed
textile department around the world.
To be able to generate a representative sample, a generic purposive sampling was selected,
which enables to develop theoretical categories, in order to answer the research questions
(Bryman, 2012). For the primary data collection a survey was used to find out more about the
current situation of the bed textiles department of IKEA and furthermore about the SLs
perception of a shift from a global to a transnational strategy and its challenges connected
23
with it. To be able to analyze this thematic, a questionnaire with open questions was
established. Open questions were given to make the respondent answer in a free and
individual way, which enables us to receive information in more detail. Only a word
limitation for the given answers had been determined. A limitation enabled us to receive from
each of the SL approximately the same length of answer, which helped during the analysis.
The survey also allowed us to gain a real viewpoint of the participants’ opinion and their
experiences made in their position as a SL at IKEA in their country.
The questionnaire was sent to all the 41 SLs of IKEA, who are responsible for the bed textile
range. These SL’s are in charge for all the 53 markets IKEA is operating in. A SL may be
responsible for only one market or more, depending on the size and amount of responsibilities
connected with each of the countries. Since the SLs should know their market in this specific
area quite well, the questionnaire has examined e.g. how they would define the sleeping
habits in their country and if they think an adaptation in the bed textile range, resulting in a
transnational strategy, would be of advantage. This enables us to get a good overview of the
country specific preferences and the strategic management decisions of IKEA.
The reason for choosing the SLs for this research is based on the following three factors, with
which they are familiar;



Market research: This is necessary to enable an understanding of the importance
of market research in the bed textile sector of IKEA.
Market situation: Understanding of consumer’s bed textile preferences and the
lacks in the actual IKEA range to meet the different demands: as it is known that
people have a different sleeping behavior.
Knowhow of strategic management: it indicates an understanding of the SL’s
perception of current challenges in management decisions within the bed textiles
segment and what they think are advantages and disadvantages when it comes to
a shift to a transnational strategy.
For all the SLs, a letter with an explanation of the purpose of this research was prepared in
advance. The questionnaires began with some questions about how the SL’s define the need
of their market and furthermore how they conduct market research in order to meet these
needs. The questions were structured as seen above, to guide the respondents reasonably step
by step through the questions.
A deadline was given to the SL’s to receive the responses in an appropriate timeframe. 36 out
of 41 SLs have responded to us, each questionnaire was examined thoroughly if the responses
where sufficient. Some questions were not completely filled out, due to either an incapability
of the SL, since the position has been filled very recently, or due to time pressure by reason of
a high level of work-load. Anyhow, we identified all of the questionnaires as usable, since the
given answers included different aspects concerning market research conduction, consumer’s
bed textile preferences and challenges in the strategic management, that were found as
suitable to analyze. Even though the usage of open question might disclose a response in the
SL’s own terms; this also allows unusual answers, which would be not possible in a closed
question survey (Bryman, 2012). Overall this investigation allowed us to gain a deeper insight
into subjects that may have not seemed as relevant before and may open up a new perspective
of the research for the findings. We also wanted to find out how they conduct market research
and if an adaptation to the market relevant bed textiles range is in their opinion of advantage.
24
Even though a customer’s investigation would have been interesting to analyze as well, it
would have extended the given timeframe far too much. Moreover this type of research
should have been undertaken in all the countries IKEA is operating in to gain a real overview
of consumer preferences. Since some SLs are responsible for more than one country, a
detailed listing per country is not given; the countries will be divided per clusters (see chapter
4.3).
4.3 Data Analysis
The data, which was collected through the questionnaire, was subsequently examined through
a thematic analysis method (Bryman, 2012). According to Ritchie et al. (2003) a matrix,
based on a described framework, must be constructed to be able to order and synthesize the
data. The themes and subthemes occurring during the analysis of the responses were later on
organized into core themes.
For a proper analysis the data was reduced, coded and interpreted by analyzing them
thematically. The answers have shown a pattern in which the responses were hence
categorized. The, in 4.2 mentioned, three factors were subsequently also defined as the three
core themes for the coding. Subthemes of the market research were the time and the different
market research tools that were used. Also for market situation we could define subthemes,
such as sleeping behavior and IKEA range lacks towards market preferences. Lastly, the
subthemes for the strategic management analysis were advantages and difficulties of an
strategy adaptation in the bed textile range and the challenges perceived by the SLs to meet
the market demand.
The table below shows the thematically analysis approach:
(covered in Chapter 6.2)
Market research
Time
Tools
(covered in Chapter 6.3)
(covered in Chapter 6.4)
Market Situation
Strategic Management Analysis
Sleeping Range
behavior lacks
Adaptation Adaptation
Challenges
Advantages Difficulties
SL 1
SL 2
SL 3
…
SL 36
Table 2 - Thematically analysis approach
For some of the questions, especially the ones of the market situation category, the responses
have been varying to a large extent. Therefore we developed in cooperation with the IKEA
employees at the IKEA headquarter a cluster division, to be able to analyze this data easier.
The division of the countries is based on country similarities, such as market relevant sizes in
bed textiles, consumer habits and location of the markets. These categorization criteria’s are
principles to create broader categories in a classification structure. Analyzing the received
data on a cluster level reduces the largely unstructured and widely distributed data. According
to Ritchie et al. (2003), by clustering the data, they can be analyzed based on different groups,
and hence decision-makings can be made cluster wise, which eases the process enormously.
The country codes can be found further explained in the Appendix.
25
Table 3 shows all the 53 markets, divided into seven clusters:
Cluster 1 stands for North European countries, Cluster 2 South Europe, Cluster 3 Central Europe,
Cluster 4 Eastern Europe, Cluster 5 North America, Cluster 6 Asia and Cluster 7 Middle East.
Cluster 1
Cluster 2
Cluster 3
Cluster 4
Cluster 5
Cluster 6
Cluster 7
NO
FI
DK
IS
SE
IT
FR
ES
GR
IL
TR
CE
SP
CY
MA
DE
NL
BE
GB
CH
AT
IE
RU
PL
CZ
RO
HU
SK
BG
LT
HR
RS
USA
CA
DO
AU
AUW
CN
HK
ID
JP
KR
MY
SG
TH
TW
IN
AE
EG
JO
KW
QA
SA
Table 3 - Cluster divisions of IKEA markets
Throughout the coding, we were able to find some similarities between the responses and
within the country clusters as well as outside of them. This was subsequently allegeable
through further examination in context of the responses outside of the clusters or the relation
of the countries within the constellation. As already mentioned, one SL might be responsible
for more than one country in charge. This reasons simply that IKEA is not strongly
represented in these countries, hence it e.g. in cluster 7 one SL is responsible for three
countries. Also mentioned, not all of the SL’s have responded to our questionnaire, a great
amount originates from cluster 2. This made it difficult to analyze the data from this cluster to
the full extent.
Some questions mainly concerning the strategic management analysis were not divided into
the clustering for the analysis. Reason for this was that the clustering of these responses
would not have made sense since every individual answer was found important. The answers
were therefore coded differently by devising new themes. One of the subthemes of the
strategic management analysis was named as following; the advantages and difficulties in an
adaptation of the bed textile range to the market demand. Another subtheme was the
challenges concerning a shift towards an adaptation in the bed textile range.
To be able to interpret the results, this thematic analysis method procedure helped to manage
the out coming data and enabled the authors to discuss similarities and differences between
the theoretical findings and the survey outcome. At last the findings were summarized in the
results and set in context to the research questions (Bryman, 2012).
4.4 Validity and Reliability
This study was conducted in an ethical way by informing every participant in an email with
the attached questionnaire about the study, about the purpose and how it will be analyzed and
used. Moreover, the study outcomes and the gained information were treated anonymously to
provide a secure handling of personal and delicate company data. All other sources were
treated with respect. The citation style in form of the Harvard reference system recommended
26
Kommentar [i-[1]: Neu geschrieben!
by University was used to ensure crediting every single idea that does not belong to the
authors of this work (Bryman, 2012).
The external validity is a weakness of this research and cannot be generalized concerning the
findings of this study, since it is only referring on data collected from SLs at IKEA (Bryman,
2012). LeCompte and Goetz (1982) recognize another weakness of external validity, which
might be that the employees will not be the same; hence it is suggested to conduct a similar
survey with a similar social role to make the replication somewhat comparable (Christensen
et al., 2001).
Since the process of coding is quite time consuming this questionnaire was only sent out
once. This discloses a weakness in reliability since the answers in questionnaire where not
secured by a return consignment and SL’s review of the analysis outcome. According to Guba
and Lincoln’s (1986) ideas of trustworthiness and authenticity, it can be argued that
dependability, the equivalent to reliability, was secured as the questionnaire can be reviewed
and resent anytime. This means that all collected and analyzed data will be accessible and can
be revised anytime by an auditor. This procedure merges the study’s extent but also provides
higher reliability.
4.4 Relevance
This case study contributes to increase information about an understanding of the importance
of a transnational strategy shift for multinational retailers. This research is mostly relevant for
international retailers in particular the decision-making managers that can use this study as
indicators for a shift to a transnational strategy in their business. Advances concerning the
publication include giving new insights and motivations to dig deeper into the market analysis
and preferences in the bed textiles area. Large retailers have already entered a lot of markets
but only with little success. Therefore the discussion of a shift from a global strategy towards
a transnational one and what IKEA SL’s perceive as a challenge in this situation of different
market needs faces more and more requirement in investigation especially in the bed textile
sector.
Further research within this field is expected for a deeper analysis of all customer preferences
in this specific industry. This will later on hopefully lead to a number of additional research
studies that examine the sleeping habits around the world. Using IKEA as a case example is
suitable as this company has already expanded globally and faced different local barriers and
therefore has made interesting experiences, positive and negative. These experiences and their
willingness to act globally without compromising consumer preferences were some of the
facts why IKEA is found suitable to be investigated in this research paper.
27
5. Close-up IKEA
During this chapter the company IKEA will be presented. First, a short introduction about
IKEA’s history is given. Furthermore IKEA’s vision and business idea will be discussed. An
overview of IKEA’s franchising system and its concept will also be given. Lastly the Blue
Ocean business strategy and IKEA’s approach to this strategy will be defined.
5.1 History
IKEA is the largest retail company worldwide, which offers a variety of home furnishing
products and operates today in all continents (IKEA, n.d., Nr. 1). There is almost no one
nowadays, who has not experienced or visited an IKEA store. IKEA’s reputation is in such an
extent well known that even in the countries where IKEA has not yet entered, the people have
heard of its name (Abrahamian, 2013).
The company was founded 1943 by Ingvar Kamprad. The company’s name is formed by his
initials (IK), the first letters of the farm Elmtaryd, and the village, Agunnaryd (IKEA, n.d.,
Nr. 1). The early ages of the company started very simple by selling fish, vegetable seeds and
magazines by using the local milkman as a distributor (Referenceforbusiness, n.d.). Since that
time, the company has changed their offer to furniture and started selling the products through
a catalogue, which is used today ever since. Selling furniture in flat packages and offer a wide
range of products affordable for many people are some of the factors that made the company
IKEA so successful (IKEA, n.d., Nr. 2).
Today IKEA exists with 368 IKEA stores in over 58 countries with sales total of EUR 30,1
billion and more than 820 million visitors in the business year 2014. The 58 countries are
divided in 53 different markets where IKEA is operating in (Inter IKEA franchise, 2014).
5.2 Vision and business idea
Every company has its own business strategy statement, which determines the goals, values
and future directions. This business plan is also known as a company’s vision and mission
strategy (businessdictionary, n.d.). IKEA is defining its business vision and trade mission as
following:
“Our vision is to create a better everyday life for the many people. Our business idea
supports this vision by offering a wide range of well-designed, functional home furnishing
products at prices so low that as many people as possible will be able to afford them”
(IKEA, n.d., Nr. 1).
It states clearly that IKEA wants to offer products that are well-designed, practical and
affordable on a low price without making compromises in quality. Hence, the products must
be able to fulfill people’s preferences and needs in a simple and efficient way but on a low
price level.
To be able to understand the needs of the customers, IKEA visits frequently people in their
homes in each country they are operating in, IKEA employees call it ‘Home Life Visits’
(IKEA, n.d., Nr. 1). A practical case is given by Kowitt in her article in March 2015, when
28
IKEA puts cameras in people’s homes in selected cities to analyze their living habits and to
better understand their everyday life. In this example IKEA found out that sometimes people
do unexpected things with the furniture they received from them. As in Shenzhen, where
people did not use the sofas for what they were designed for. Instead, they found out that the
consumers utilized the sofa only to rest their backs, since they are used to sit on the floor.
IKEAs own developed market research tool, visiting people in their homes enables them to
better understand the differences in the countries and based on that to develop product
solutions for their customers. The aim is also to combine quality, form, function and
sustainability with a low price solution, which is called democratic design (IKEA, n.d., Nr. 1).
As not everyone can afford an expensive designer-furniture, IKEA is trying to make design
for everyone’s purse. To make this happen, IKEA is constantly focusing on keeping the prices
down. Their solution for example was that one can skip the lacquering of the underside of a
table, if it is not seen or used anyway (Kowitt, 2015). But ‘democratic design’ how IKEA
calls it, means also to focus on sustainability in the choice of their material, production,
supply chain innovation and of course in their products (Brown, 2013).
One of the main principles on the financial side of the IKEA Group is that they use their own
resources, meaning they do not spend money before they have earned it. This enables IKEA
to make investments on the long term. The IKEA vision builds the foundation of their growth.
They want to make sure that they are accessible and that more people are able to buy their
products. This means IKEA invests a majority of their own profits continuously in their own
growth; in existing and new stores, product development and sustainable solutions, but also
ensuring low prices.
5.2.1 The IKEA concept
To ensure that the IKEA concept of staying ahead, being relevant, doing it right and better, is
always up-to-date, IKEA retailers need to monitor constantly the application of this concept.
This goes from market relevant conditions to cultural factors that can affect the shopping
behavior, to the analysis of impacts on the global markets (Inter IKEA-What we do, n.d.).
According to The Economist (2006), IKEA concept is also to create a long-term success
effectively. This is done by implementing a franchising strategy into their business.
Franchising is an art of business by which the owner of a product or service (franchisor)
achieves distribution of his goods through a joined supplier (franchisee) (Entrepreneur, n.d.).
To be able to grant the rights of using the IKEA trademark and to save taxes, every IKEA
store, pays 3% of their sales to Inter IKEA Systems AB also known as the IKEA Group.
Hence the IKEA group can secure its survival, as the IKEA Concept states clearly that no
money will be spent before earning it (ibid).
This enables them to have the right of selling IKEA products and work with their business
methods in the defined territory. The IKEA website states that today all the 360 IKEA stores
are operating with franchise agreements. Only exception of the mentioned agreements is the
IKEA store in Delft, the Netherlands, which is owned by Inter IKEA Systems B.V., owner of
the IKEA concept and the global IKEA franchisor (Inter IKEA – Franchisor). The franchising
is explained in more detail in chapter 2. According to The Economist (2011) and IKEA (n.d.),
the Inter IKEA Group is divided into different companies, partitions and divisions, but since
we are focusing on the divisions, only the franchise divisions will be explained. A long life of
the IKEA Concept and the assurance of continuous improvement is the overall purpose of the
Inter IKEA Group.
29
To be well organized, the business is allocated into three divisions; with the Franchise
Division as a core:
The Property Division endeavors ways to create long-term value by initiating and
investigating property investments. The main tasks include the management of
property portfolios and commercial real estate developments to be able to secure
financial independence.
The Finance Division takes care of the treasury management and includes activities
of investments.
The Franchise Division, including Inter IKEA Systems B.V., is the owner of the
IKEA Concept, the franchisee systems, solutions and methods for marketing to
worldwide franchisees and responsible IKEA products that are sold under the IKEA
trademark (Inter IKEA organization).
The IKEA franchise structure operates throughout the value chain, meaning the IKEA Group
operates from product development and assortment strategy to production, distribution and
retail (IKEA, n.d., Nr.1). Moreover the IKEA System B.V. is divided into global partners that
subsidize the IKEA concepts and support the associated franchisees. There is the IKEA of
Sweden AB (IOS), commissioned by Inter IKEA Systems B.V, which has the main
responsibility to create the entire IKEA product range in the home furnishing offer.
This paper is focusing on the textiles sector, in which product development, supply chain
processes, product range and the commercial management processes are being managed for
all the countries, IKEA is operating in. This means that the responsibility area of IOS textiles
ranges for all the subsidiaries worldwide in the textiles department.
The hierarchy valid for each of the subsidiaries is defined as follows; each country has a
country retail manager which is the head of the parties below; he is responsible for all the
business affairs in the market area. The next responsibility level per country is divided in
logistics country manager, sales country manager, commercial country manager and
marketing country manager. The denotation of the country manager also shows their
responsibility area. They have to communicate between each other and report to the country
retail manager. The hierarchy below the sales country manager is the same for every country
manager. The SL’s are responsible for each IKEA store, the sales, market research and
competitor analysis. Same here, the SLs of the different departments have to interact with
each other for better communication in between. The shopkeepers are the heads of the IKEA
stores which have Co-workers who work for them in the store.
30
Retail Country Manager
Logistic Country
Manager
Sales Country
Manager
Commercial
Country Manager
Marketing Country
Manager
SLs
Shopkeepers
Co-workers
Figure 4 - IKEA’s internal Hierarchy
To sum up, the entire IKEA structure is very complex with many parties in the group
involved. Even though there are a lot of different companies involved, one can say that no
matter which one, they all operate under the IKEA concept (IKEA, n.d., Nr. 3).
5.4 The Blue-Ocean strategy
There are many different types of business strategies existing; a very important one that IKEA
is using is the “Blue Ocean” strategy. According to Kim and Mauborgne (2005) the Blue
Ocean strategy can be defined as such:
“Blue Ocean Strategy is a creative battle where the players of a particular segment
don´t compete with each other remaining in the same market space; instead explore,
create and acquire new market spaces by dealing with new demand through the
principle of ‘value innovation’.”
The Blue Ocean strategy concentrates on a reconstruction of the market by creating a new
demand of non-existing markets (Abrahamian, 2013). Kim and Mauborgne (2004)
recommend companies not to focus on a competitive strategy, since the idea of creating
innovations that hold relevant value for the target market, is another way to stay alive in the
market. ‘Value innovation’ means therefore the search of differentiation from others and to
apply a low cost strategy. It is the main principle of the Blue Ocean strategy.
According to Barwise et al. (2012) a customer driven approach is hence required in order to
meet the needs with the development of the demanded product or service. Furthermore,
companies using this strategy are continuously looking “for the next Blue Ocean”, which
might be attractive as a new market (Hyde, 2013)
5.5 The IKEA Blue-Ocean strategy
IKEA’s business plan is based on offering well-designed, simple and easy solutions with low
prices, as it was outlined in the previous section. Therefore the IKEA Blue Ocean Strategy is
based on corporate culture, unique simplicity, cash-and-carry retailing and cost cutting
philosophy (Kalinsky & Bennett, 2013). With this strategy IKEA minimizes its investments
and engages the entire organization in its policies. As IKEA is always trying to be unique, this
is the only way for them to be the “only”, rather than constantly competing with competitors
31
(Abrahamian, 2013). To be the “only” and offering low prices equates exactly the core of the
Blue Ocean Strategy.
For IKEA the additional challenge is to be unique also in foreign markets. Every time IKEA
entered a new market, which was already saturated, they transformed the original market and
succeeded by applying their Blue Ocean Strategy. (Kalinsky & Bennett, 2013) This success
might be true in general for IKEAs development, but to be really able to meet the market on
the long term, some market research have shown that a certain amount of cultural adaptation
is necessary to meet the customer’s needs.
Like Kalinsky & Bennett (2013) suggest “a recommended course of action is to allow each
region to adapt to its own culture where it seems reasonable”. One good example is when
IKEA entered the United States 1985. It was their first expansion outside of Europe and they
imitated the already existing business model and offered the same products as in the European
market, without paying attention to the American culture. Unfortunately they had to find out
that the American market demanded for a customization on the products, for instance, bigger
wardrobes and bigger beds. Hence they had to do some changes in their offer and marketing
strategy. (Chu et. al., 2013) This was a huge setback for IKEA since products have been
already produced for the long-term and quick changes are very cost-intense. Research has
also shown more examples like this, where IKEA had to rethink its marketing strategy to be
able to act proactive on the long run.
32
6. Case Study of IKEA`s bed linen
This chapter is divided into three main parts and is going to analyze the findings of the
survey. The first sub-chapter is going to focus on market research. Second, the cultural
challenges related questions are being examined. The last sub-chapter is going to center
around strategic management.
6.1 Introduction to the data analysis
The collected data was processed in response to the problem statement in Chapter 1 of this
master thesis. Three fundamental goals drove the analysis. The goals were to develop an
understanding of the importance of cultural awareness and market research for multinational
retailers operating in the bed textile sector and furthermore to get a better knowledge about
used market research tools. Moreover a base of know-how about cultural awareness
challenges in transnational companies was being developed and the current market situation
in sleeping habits was established. All the stated objectives were accomplished.
As already mentioned in the methodology chapter, the survey was sent out to all the 41 SLs of
IKEA. These SLs are in charge of the 53 markets IKEA is operating in. A SL can be
responsible for only one market or more, depending on the size of the market and the work
effort, linked to a specific market.
However, 36 surveys were returned, from which all of them were identified as usable for
further analysis. From these 36 returned questionnaires out of 41, the response rate is 88%.
As mentioned in Chapter 4, some of the questions are being analyzed by using a cluster
classification. Following table displays again, for a clearer understanding, all IKEA markets
divided into the seven clusters. The country codes are further explained in the appendix.
Cluster 1
NO
FI
DK
IS
SE
Cluster 2
IT
FR
ES
GR
IL
TR
CE
SP
CY
MA
Cluster 3
DE
NL
BE
GB
CH
AT
IE
Cluster 4
RU
PL
CZ
RO
HU
SK
BG
LT
HR
RS
Cluster 5
USA
CA
DO
Cluster 6
AU
AUW
CN
HK
ID
JP
KR
MY
SG
TH
TW
IN
Cluster 7
AE
EG
JO
KW
QA
SA
Table 4 - Cluster divisions of IKEA markets
(Cluster 1 - North Europe, Cluster 2 - South Europe, Cluster 3 - Central Europe, Cluster 4 - Eastern Europe,
Cluster 5 - North America, Cluster 6 - Asia, Cluster 7 - Middle East)
33
Sales Leader profiles
1
2
7
< 0 years
1 - 3 years
19
6
11
1 - 3 years
3 - 5 years
3 - 5 years
7
> 6 years
Figure 5 - Years employed at IKEA
< 0 years
17
> 6 years
Figure 6 - Years working as Sales Leader
According to Figure 5 more than half of the questioned SLs, 19 out of 36, have been working
for IKEA for more than six years. In reply to the question for how long they have been in the
position as a SL, the majority answered between one and three years. Only one SL stated that
he has been in this market position for more than six years. When looking at both pie charts,
it can be clearly seen that IKEA attaches great importance on long-term employment. Even
though most of the SL stated that they have been working for IKEA for three up to more than
six years, only a few of them have been in the actual SL position for a long time. This can be
led back to IKEA’s organizational structure and their principle to build up on long-term
employment combined with a constant change of internal positions.
6.2 Market Research Analysis
For the market research analysis the SLs were asked what they believe is necessary for a shift
towards a transnational strategy in the bed textile sector. Looking at the responses, an
improvement in market research, was clearly the most mentioned factor. 24 of 26 responded
SLs stated they use different market research tools to better understand their customers. On
the question, how much time they spend for market research, the answers were given within a
range of three days until twelve months. For the analysis of the different answers, all of the
given times were converted into days, which allowed a better comparison and examination of
the data. Since not every SL has answered this question, the analysis is taken out from 26 of
36 survey responses.
The answers from the SLs showed an average of 30 days spend on market research. Whereat
the answers varied strongly between three and 90 days, nine out of 26 have responded with
less than ten days. 12 out the 26 responded SLs stated between 10 and 60 days which varied
in the indication. Interesting was also to see that five SLs gave the same response of 90 days,
which indicates a long duration for market research.
To get a better insight on how the SLs conduct their market research, the survey also asked
about the used tools. The main responses were Survey/Questionnaire, Home Life Visits and
Consumer decision journey.
On the following graph, the main used market analysis tools are presented.
34
30
Responses
25
20
15
10
5
0
Survey,
Questionnaire
Home Life Visits
CDJ
Figure 7 - Market research tools
On the figure above we can see that Home Life Visits is the mainly used tool for market
research at IKEA in the textiles department. Home Life Visits is a commonly used tool for
IKEA for a better understanding of their customer’s preferences and all the 26 SLs mentioned
the usage of this instrument. Only 12 SLs stated they use the IKEA tool, Consumer Decision
Journey (CDJ), for market research. CDJ is a marketing approach to meet the consumers in
the IKEA store at the moments that influence their purchasing decision the most (Court et al,
2009). The most well known tool for market analysis, survey or questionnaire, seems to be
not as common as Home Life Visits, since only 19 out of 26 SLs have named to use it (Kelley
et al, n.d.).
The additionally mentioned market research tools from six SLs showed that they also monitor
their competitors to gain a better overview of the market. Four SL stated that they use either
their own excel sheet or template for their research. Other tools where for example industry
publications, market research via agency or their marketing department or consumer forums.
6.3 Cultural Challenge Bed Textiles
For the analysis of the questions related to the bed textile market situation, the cluster
classification, as explained in 6.1, has been used. This method enables a general view on the
countries, and therefore the possibility of finding similarities within the cluster. This
comprehension makes it easier to take strategic decisions related to market relevant bed
textile products.
Sleeping behavior around the world
On the question, how SLs define the sleeping behavior in their country, the answers between
most of the clusters varied from each other, and also within the clusters no clear preference
could be identified.
Most of the countries in Cluster 1 prefer to sleep on wooden-base mattresses. For this kind of
mattress there is no need of an additional bed base, since legs can be added and placed
directly on a frame (IKEA, n.d.). Another significant attribute for this cluster is the
importance of high priced bed textile products combined with high quality. In Cluster 2, a
large amount of the countries emphasize on the importance of sleep in their markets and that
most of the people prefer double sized beds, with a measurement of 160x200 cm, to single
ones. Another trend is emerging when it comes to the usage of beds. People tend to spend
more time in their beds, watching TV, reading or working on their laptops.
35
The analysis of the sleeping behavior has also shown a cross-cluster-wise similarity between
Cluster 3 and 4. It is common in these countries to use a mattress protector, two pillowcases
with pillow protectors and one quilt with a quilt cover. Consumers in these countries tend to
not use mattress pads. Due to the fact that Cluster 6 comprised all the Asian countries, the
answers could be generalized more easily. Seven out of 11 countries implied that, due to the
humid weather, people prefer to use thin blankets over quilts. According to mattress
preferences, a great amount of consumers still sleeps on the floor, whereas a trend emerges to
use Western style beds in the master bedrooms.
The analysis has shown one upcoming sleeping trend across all the clusters - the consumer
preference towards purchasing a box-spring. The hotel-trend of luxurious box-spring beds can
currently been found in private bedrooms across the world (Manager Magazin, 2014).
Lack of IKEA’s bed textile range
New product
Set package
Quality/Function
Size
Style gap
0
5
10
Responses
15
20
Figure 8 - Lacks of IKEA’s product range
After getting a better overview of cultural differences in the bed textile area, it is interesting
to find out current lacks of IKEA’s product range in this sector.
Figure 8 displays the five most common, in relation with the amount SLs have mentioned
them. Predominantly a lack in bed textile sizes is pulling through all the markets. 17 of the 36
SLs said that IKEA is lacking in offering the right product size for their market. Most of them
have furthermore included specific product types, in which IKEA is lacking to meet the
market demand. Following, excerptions of some of the answers, related to a lack in size, state
clearly that no matter which cluster the countries are in, a lack in size is an overall problem.
We miss extra length of quilts and quilt cover.
[Sales Leader, Denmark]
The customers would prefer the NO sizes.
[Sales Leader, Norway]
[…] Sizes of quilt and quilt cover; 140x200 and of pillow and pillow case in 70x90.
[Sales Leader, Austria]
Missing local sizes of quilts (200/220), 160/200 for two persons [...]
36
[Sales Leader, Poland]
In order to meet the market demand it is necessary to spend a lot of time for market research.
The Australian SL in this main example said, that IKEA is apparently not able to meet any of
the market relevant sizes of the sheets in this country.
No Australian sizes [...] main reason is mattresses have market relevant sizes, when our
sheets don´t.
[Sales Leader, Western Australia]
The second most mentioned gap, was the lack of a new and innovative product. Especially
SLs of Asian countries said that due to the warm and humid weather, consumers prefer to
sleep just with thin summer blankets.
[…]Summer blankets with pattern (no need to use quilt cover)
[Sales Leader, Taiwan]
Due to the fact that in Japan competitors are already selling cooling and warming bed linen, it
is of great interest for IKEA to jump on this trend and develop products with a higher degree
of innovation.
[...] Higher quality of down and feather, also innovative material products. Pillows:
innovative material products. Lack of products to stay cool in summer and warm in winter
(Cooling effect & Warm effect bed linens)
[Sales Leader, Japan]
The last three lacks, Style, Quality and Sets, have an average amount of three answers. Most
of the SLs were mentioning that in relation to style, the traditional designs of the countries
were missing. In regard to quality, two SLs said that the competition has a better
price/performance ratio, and that there is a buying trend peaking towards bed textile sets.
6.4 Strategic Management Analysis
The last section of the questionnaire responses is dealing with the strategic management
analysis and the fact that IKEA’s bed textile sizes are the biggest challenge to compete
internationally. Since the market research and the market situation were already investigated,
it was interesting to see the SL’s perception of an adaptation of the IKEA product range to the
market relevant bed textile products. Another important factor was to investigate main
challenges for IKEA’s the bed textile department using a global strategy.
Strategy adaptation advantages
55% of the SLs believe that an adaptation to market relevant preferences would be of
advantage.
19 out of 36 SLs were positive about the adaptation of the bed textile range. They see the
main advantage in adapting size measurements for the bed textile range. SLs stated that the
main reason is that a customer should not be forced to buy anything else than the market
relevant sizes.
From a customer perspective, why should I be forced to buy a size at IKEA that is not
sold anywhere else?
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[Sales Leader, Germany]
For some countries, especially the ones from Cluster 1, the IKEA sizes already match the
country specific sizes. Due to the fact that these countries have a lot of similar characteristics,
this response is reasonable.
Contrary to expectations, some SLs stated that they have already undergone a change in
IKEA’S bed textile range and thus sell some market relevant sizes. Anyhow, they also
mentioned that there is still a gap in the entire product range. They reasoned that after an
adaptation of the size range to the preferred ones, IKEA would be able to sell more. The
analysis has shown that there is even one country, which does not have a standard size yet and
therefore IKEA could use this opportunity to establish one, to be market leader.
There is no standard size in our country; therefore, it is better to establish a standard
for being market leader.
[Sales Leader, Lithuania]
The other part of the SLs expressed themselves not so much in favor of an adaptation. Main
factors were that also competitors in the markets are using local sizes but have also adapted
part of its products to the IKEA range. Moreover some SLs stated that the customers are used
to the local and IKEA sizes and hence an adaptation would not be of advantage for them,
since the countries are used to have both size ranges available. Along with this disadvantage
goes the statement that IKEA is present in some countries since many years, and a change in
the size range would cause problems, such as confusion, with the current customers.
Strategy adaptation difficulties
The survey also intended to find out the perception of the SLs concerning strategy adaptation
difficulties. 39% of the questioned SLs believe that an adaptation, especially to market
relevant sizes, in the bed textiles sector will be challenging. They emphasized their concern
about range dimensioning and a lack of inventory space Half of the SLs state that range
dimensioning related to the sizes would be the main difficulty, due to the fact that the ranges
can vary in one country between 15 to 25 different sizes. This would cause big problems not
only for the inventory stock but also for the parent company to select the most important
relevant sizes to produce. Two SLs reasoned that the space constraint would cause problems
when it comes to an adaptation of the market relevant sizes. They mentioned, they already
offer a broad range of different sizes and an adaptation to the market relevant sizes would
cause difficulties to stock the products.
As already mentioned before, some markets do not have a standardized size yet. Even though
SLs see an opportunity for IKEA to establish a generalized size in these markets, the process
of introduction and furthermore acceptance of consumers will be a difficult task.
38
Cultural challenges to meet the market demand in bed textiles
Since open questions were asked, the answers varied, but a pattern in the response enabled a
generalization of the challenges to meet the market demand in bed textiles.
The analysis of the answers has shown some similarities between the different markets; so do
12 out of 26 SLs answers state that the two main challenges can be found in a gap of style and
in offering market relevant sizes (Figure 9). They furthermore explained that IKEA at the
moment does not cover countries specific preferences for the style of the bed textiles, such as
patterns or colors. The customers want to have a wider choice in the design of bed textiles
with additional seasonal updates. Since most of IKEA’s products come with the typical
Scandinavian design, not all of the countries are able to relate to it. Some prefer to have a
more country specific design to the traditional one.
As presented above, some SLs prefer to have an adaptation to the local market to meet the
markets demand. For many of them, offering the right sizes is the biggest cultural challenge.
The analysis has shown that almost each of the countries prefer especially different sizes of
their mattresses and bed textiles since.
On the following graph can be seen that there are also other challenges mentioned:
Set package
Quality/Function
Size
Style gap
0
2
4
6
8
Responses
10
12
14
Figure 9 - Cultural challenges in the bed textile department of IKEA
After cultural challenges in size and style, the price setting towards competitors seems to be
challenging as well. 31% of the SLs believe that competitors in their countries sell their
products at a better price. The pricing problem can be related to the set packages and
quality/function challenge. Since most of these SLs claim that competitors seem to be better
established within the offering of set packages and its pricing, they see there a lack for IKEA
in the product offer. They mention that IKEA needs to be more aware of each of the countries
competitor, to act faster and more efficient to changes. Moreover, the right quality in
connection to the price setting would enable IKEA a better positioning within the market
segment. They reason that an offer of a different material could lead to make the range more
unique, for instance including flannel/polyester or offering products with a cooling and
warming effect, depending on the market’s preferences.
Only one SL claimed that in their country customers do not perceive IKEA as first choice,
when it comes to buying bed textiles.
39
7. Discussion
In this chapter the findings of the analysis and the theory will be discussed and set together.
The structure of the discussion is building up on the three main factors, mentioned in chapter
2; market research, cultural challenge and transnational strategies. At the end of this chapter
the research questions will be answered and latest implications and results expectations will
be given.
The dominant theory of the importance of transnational strategies for MNC’s (Liesch &
Knight, 1999) predicts a necessity for an adaptation. As Porter (1986) already claims, even
though an implementation is challenging, to be competitive in today’s international markets,
it is essential for companies to shift towards this approach. The following sub-chapters are
going to evaluate the collected data of this research and subsequently link them back to the
before, in Chapter 2 and 3, mentioned literature review in line with transnational strategies.
The structure is again build up as table 1, to enable a continuous cord throughout the thesis.
First, market research processes are being identified, furthermore the importance of cultural
challenge and latest transnational strategies are being discussed.
7.1 Market research
As in chapter 6.2 mentioned, Sales Leaders of IKEA perceive as the most important factor, to
enable a shift towards transnational strategies and an improvement in market research. On the
question, how much time each of them spends on market research, the responses could not
have been more diverse. SLs have stated that they spend between 3 to 90 days for market
research, which leads to an average of 30 days. This factor indicates the assumption that
IKEA does not oblige a specific time frame for their Sales Leaders to conduct market
research. Authors, such as Zikmund and Babin (2013) have also stated in their research that
there is no time frame existing, which stipulates how long market research processes should
last, to prepare companies well for difficult situations, such as different customer preferences
or country specific requirements, abroad. The longer the market research takes the better
findings and market understanding can be guaranteed. This statement is supported by Birn
(2004), who says that the longer market research is carried out, the better the final results will
be. Companies and countries differ from each other and this is also the reason why it is hard
to define the optimum time spend for market research. To be able to understand the actual
demand in all the countries a company first needs to analyse them appropriately. In the case
of IKEA, all the subsidiaries (especially the Sales Leaders) must conduct research on their
specific market and communicate the findings to the parent company.
There are different market research tools and the most well-known, as well as most used one,
according to market research books, is definitely a questionnaire or survey. This however is
not the case for the Sales Leaders of IKEA, who prefer Home Life Visits and Consumer
Decision Journeys (CDJ) to questionnaires. This scenario can be led back to the IKEA
concept, as mentioned in 5.2.1. Their aim is to gain a deep understanding of the everyday life
of people around the world. Home Life Visits enables IKEA to become experts in the various
living habits and customs from people around the world. The aim is to get a deep
understanding of how people live and behave in their own surroundings. Especially in the bed
textile sector, consumer habits could not be more diverse, which is going to be analysed in
great detail in the next chapter.
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7.2 Cultural challenge
The results of the cultural challenge analysis have shown that a classification of the countries
into clusters was necessary for a better investigation of the market preferences in each
country. Also similarities not just in clusters but also between the clusters could be identified.
The analysis has shown that there are actually only between cluster 3, 4 and 7 similarities to
be found. All the other clusters have varied strongly from each other’s bed textile preferences.
When investigating the SLs opinions regarding sleeping behaviors and current lacks of the
IKEA bed textile range for each of the countries, it seems as a crucial precondition to conduct
market research before entering into new markets (Srivastava et al, 2001). There is a strong
agreement regarding the mismatch of local preferences and actual sold products at IKEA.
Most of the described sleeping and size preferences from countries do not fit the current sold
bed textile products of IKEA.
As Adekola and Sergi (2007) already mentioned in chapter 3.3, it is very important to know
the diverse behaviors, habits and preferences of cultures to be able to compete in today’s
business. The example mentioned in the introduction about the differences between Japanese
futons and thick mattresses in the US show that sleeping preferences and sleeping behavior
are a challenging task in the bed textile market for multinational retailers, such as IKEA. The
analysis of the SLs response on their customer’s sleeping behavior has shown that cluster 1, 2
and 6 differ strongly from each other, and also from cluster 3, 4 and 7. While cluster 1 is the
only cluster where it is common to use a wooden base mattress, cluster 2 seems to spend more
time in the bed than any other cluster and cluster 5 is unique with its preference of huge bed
textiles.
IKEA’s strategy has been a standardization approach in each country, this has shown to be
not very successful (e.g. Burt et al, 2010). This problematic goes along with Adekola and
Sergi (2007)’s opinion that problems may arise in business communication across different
cultures, when participants were not able to understand culturally predefined differences in
traditions, communication practices and thinking processes during planning phases. It is also
the belief of Ferraro (2002) who stated, that a generally appearing reason of failure on the
international market originates in wrong assumptions that a person, service or company
would be in a foreign culture as successful as in the country of origin.
The analysis of the lacks in the range of the IKEA assortment has shown that some countries,
miss market relevant bed textile sizes. This goes along with the problem that IKEA has
entered the markets with the standardized strategy and did not conduct a pre-analysis of the
country specific preferences and the market demand. As already the researchers Tung (1981)
and Black et al. (1992) have realized, the most common failures in foreign countries were not
a professional or technical incompetence, moreover the inability of comprehension of the
local market.
Cultural challenge has been identified as the main issue for IKEA to compete in the bed
textile sector. Therefore challenges such as the offering of the right sizes or product
innovations have stood out. The size issue might originate in the problematic that some of the
countries do not have a size standardization as mentioned in 6.4, or the market research was
not done well enough. Hence a solution must be found to meet the market demand without
compromising the company’s intentions. Adekola and Sergi (2007) argued “International
management requires the understanding of crossing cultures, multinational corporations’
interactions, global perspectives, and corporate issues”.
41
The second issue, that the analysis of cultural challenges has shown, is the demand of
innovative products. For example the development of a bed textile that is usable in countries,
where weather conditions such as strong air humidity are a big issue, is a necessity to
compete in these specific markets.
The cluster-wise analysis has not proven to be as efficient as expected due to the fact that the
analysis has not clearly shown that the market research and the decision making can be done
in this way since some preferences are the same in the clusters and some are not.
7.3 Strategic management
The above-discussed chapters’ raise finally the issue of how and to what extend MNC’s
should implement transnational marketing strategies. Currently IKEA is using a global
strategy for all their markets but due to this approach, they had to face many setbacks in the
past. According to Porter (1990) a global strategy is created by a company for all their
international markets together to reach competitive advantage, a high level of standardized
products and a global scaled production with little variation. Anyhow, according to the
opinion of IKEA’s SLs this approach has not proven to be successful and customers needs
cannot be satisfied properly at the moment. Peng (2013) stated in his research that companies
using transnational strategies aim for a balance between international flexibility and global
efficiency. This means that strategies need to be adapted to countries specific requirements.
Half of the SLs share the same thought that an adaptation is necessary to fulfill customers’
wishes in the bed textiles sector. Since the responses towards an adaptation and the ones
against differ not very much (55% for an adaptation and 45% against), the results do not point
in a clear direction. Anyhow, half of all the SLs are convinced that an adaptation to market
relevant products is of an advantage. As the Sales Leader of Germany stated,
“From a customer perspective, why should I be forced to buy a size at IKEA that is not sold
anywhere else?”
In his opinion customer satisfaction can only be reached by adapting a companies strategy to
consumer preferences. The rest of the SLs argue about strategy adaptation and mention that,
from a customer’s perspective a shift towards adapted sizes for each country could cause
confusion in their minds, since they are already familiar with the current IKEA sizes.
Anyhow, adapting transnational strategies is not an easy task and companies have to struggle
throughout the process.
The mentioned difficulties connected with transnational strategies, which were observed by
the SLs, can also be linked to past literature research regarding this topic. As Robson (2005)
argues in his study, the main challenge that companies need to address is the puzzling
decision, which part of the strategy should be standardized and which part adapted. As
chapter 7.2 previously discussed, each country differs from each other and each of the
characteristics can be a decisive reason for market failure for MNCs. Possible market failure
is additionally one of the main reasons why a precise analysis of country features, such as
consumer behavior, trends, current market situation or market competitors is a necessity to
compete in today’s international world.
IKEA’s present situation in the bed textile department is unsatisfactory due to their marketing
strategy, applying a global strategy. According to White (2005) the strategy should be on one
hand open to local changes and on the other hand use consistent approaches. SLs moreover
claim that an adaptation will increase the range dimensioning to a large extent and that
42
Kommentar [i-[2]: Hab ich
geändert!
therefore inventory stock will increase enormously. The trade-off between standardization
and adaptation is hence very complex, and there is no clear solution given, neither in
literature nor in the results of our research. This means that each company needs to decide for
themselves which degree of adaptation is the right one.
This research paper has investigated how influential cultural awareness for multinational
retailers like IKEA is. Also it was examined if cultural awareness would enable them to act
more proactive in the bed textile industry and hence compete better in local markets
worldwide. The SLs perception of cultural awareness was therefore examined.
How influential is cultural awareness for multinational retailers, operating in the bed textiles
industry?
The responses of the SLs have shown that differences of bed dressing between the countries
have been huge. Therefore it can be said that cultural awareness has a big influence on the
bed textiles industry’s operations. The SLs have clearly stated that their market is not satisfied
with the offered products; especially the size issue has been omnipresent in the responses.
The cluster-wise analysis was used to make it easier for the authors to find similarities across
the clusters. Unfortunately it could not been distinctively said that the assortment of clusters
would make it easier to handle the cultural differences in the bed textile range. The results of
the analysis have shown that there were also differences between the countries inside of a
cluster. It shows that IKEA seems to be not as cultural aware as they should be in the bed
textile segment. Especially when it comes to size ranges, the differences in the bed textile
industry are more diverse than in any other segmentation. The SLs stated that size adaptation
could be a solution, even though they did not clearly state whether this would be of
advantage. Also the matter of product innovation and design seems to be an issue to meet the
market demand in each country. Therefore one can say that cultural awareness has a big
influence on the decision making of multinational retailers in the bed textiles industry.
The sub research question is related to the IKEA SL’s perception of challenges of a
transnational strategy adaptation.
What challenges do multinational retailers, operating in the bed textiles industry, need to
overcome before shifting to a transnational strategy?
There are two challenges that the SLs have perceived as the main ones: cultural preferences
and the right degree between standardization and local adaptation.
Size dimensioning and style have been the main challenge to meet local demand. The analysis
has shown that almost every market has different preferences when it comes to bed textile
sizes. Furthermore the preferences of bed textile designs have differentiated. Not all the
countries are in favor of Scandinavian design; they prefer more country related styles. Finding
the right degree between standardization and a local adaptation of the product range,
especially in the size range of the bed textiles, can be identified as the second main challenge.
SL’s have stated different reasons such as: the already existence of standardized sizes which
differ from IKEA sizes, the customer’s awareness of IKEA’s different sizes.
The analysis of IKEA’s SLs has shown that the degree of inclusion of country specific
requirements has not been sufficient yet. IKEA needs to endeavor now to what extent local
adaptations would suit to their business strategy.
43
Even though IKEA’s huge company size and internal complex structure makes it challenging
to share and process all the relevant data, the SLs have not perceived knowledge sharing, as
received by literature, as a challenge.
7.5 Implications
In the following the implications for this paper, for the theory and for further research will be
explained.
7.5.1 Implications
The debate of global and transnational strategies and the implementation of local adaptations
for MNCs will continue to be in the focus of the academic literature. This thematic, especially
the challenges of a shift of multinational retailers from a global to a transnational strategy and
the influence of cultural awareness in this strategy have been discussed in the theoretical
background of this study. According to Haex (2004) cultural differences are very challenging
for MNCs to compete within the bed textile market. The same author stated that this industry
is the most diverse one when it comes to consumer preferences. These concerns have been
proven to be true for the bed textile industry. Implications for MNCs might be after an
adaptation of a transnational strategy that the benefits of economies of scale and brand
recognition (Winter & Szulanski, 2001) become affected. According to Liesch and Knight
(1999) is the knowledge about foreign markets crucial but also cost and time effective.
7.5.2 Implications for theory
There has been a lot of research already been done in the fields of standardization,
transnational and global strategies. Concerning this topic, this research paper has investigated
only one case study and only the Sales Leaders at IKEA’s bed textile department. The authors
therefore acknowledge that a generalization for all MNC’s is not possible to be done from this
study for all MNCs.
7.5.3 Implications for further research
This thesis enabled the authors to gain a wider understanding of what influence of cultural
awareness has on multinational companies operating in the bed textiles industry and what are
challenges for when it comes to a shift to a transnational strategy. This paper has investigated
the perception of the Sales Leaders of IKEA. This study cannot be called as complete, since
only one company with a small amount of employees has been investigated. Though this
research has addressed a possible shift towards transnational strategies in the case study of
IKEA, the challenges and advantages of this shift, this thematic still can developed in other
directions. Therefore the authors recommend future research in regard to the topic as
following:




To expand the research by including more case studies in order to enable a
generalization of the research findings.
To use the same case study and expand the scale of research by including more
personal interviews and furthermore including the customers input on their
preferences in each country to enable a better comparison.
To examine the factors that may lead IKEA (or another company) to the decision to
adapt local preferences to the business strategy.
Further examination the SLs responses, since the data can be used for further
investigations.
44
8 Conclusion
This chapter concludes the findings of the research, demonstrating that the purpose of this
study has come together with them. This is done by referring to the motivation of the study
and formulating the key results.
The issue of deciding which strategy is the right one for MNCs to compete on a global market
increases in discussions. Especially the problematic concerning standardization and local
adaptation is challenging and complex since every market has varying economic and cultural
inclinations and was not sufficiently investigated yet. A transnational strategy is concerned
with local adaptations in each market; cultural awareness, their importance and their influence
from a business perspective were in focus of this research paper. The different international
marketing strategies and cultural awareness aspects have been the starting point to investigate
challenges in a shift towards a transnational strategy for multinational retailer operating in the
bed textile segment, such as IKEA. This study was therefore set up for the following two
purposes:

To investigate the influence of cultural awareness for multinational retailers,
operating in the bed textiles industry.
The above-mentioned purpose was identifiable with a strong positioning, due to the fact that
the SLs responses have clearly shown that cultural awareness is crucial for a companies’
success. Every market has different preferences when it comes to how to dress their beds. In
order to meet the different market demands, it is particularly evident, based on the analysis,
that a strategy adaptation for MNCs in the bed textiles market should be considered. It can be
noticed that IKEA needs to decide for them to which extent an adaptation to the market
preferences should be applied.
The second purpose,

To investigate what challenges multinational retailers have to overcome, before
shifting their strategy to a transnational one,
has yielded two main challenges – cultural preferences and the right level of standardization
and local adaptation. The results of the analysis have therefore fulfilled the purpose of the
study. Concerning the cultural challenge, different size and design preferences were defined
as the main issue in the bed textile segment. The complexity of a trade-off between
standardization and adaptation has been proven for the case of IKEA.
Even if the implementation of transnational strategies is challenging it is nowadays necessary
to be competitive within the international markets. This makes it necessary to adapt this
strategy at least partially.
45
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Appendix
Appendix 1: Questions to IKEA Sales Leaders - Bed textile department
Personal information:
Question 1:
Question 2:
Question 3:
How long have you been working at IKEA?
How long have you been working in this position?
What are your main responsibilities within this position?
Market research:
Question 1:
Question 2:
Question 3:
How much time do you spend for market research per year?
Which tools do you use to gather information?
Does IKEA`s product range in the bed textile department lack for your
countries specific demand?
Cultural challenge:
Question 1:
Question 2:
Question 3:
How would you define the sleeping habits in your country?
How do people in your country dress their beds?
Do you have any suggestions concerning a process simplification for
introducing new market relevant products?
Strategic Management:
Question 1:
Question 2:
Question 3:
Concerning market competitors, do you think an adaptation of market
relevant bed textile products is of advantage?
Do you think an adaptation to market relevant bed textiles will make it
more difficult for IKEA to compete within this business area?
What do you perceive as the main challenge for IKEA`s bed textiles to
meet the market demand in your country?
54
Appendix 2: Country Codes
Retail unit
Retail unit
Cluster name
DK
FI
Denmark
Finland
North Europe
North Europe
IS
Iceland
North Europe
NO
Norway
North Europe
SE
Sweden
North Europe
Cluster 2
CE
CY
ES
FR
GR
IL
IT
PT
SP
TR
MA
Tenerife
Cyprus
Spain
France
Greece
Israel
Italy
Portugal
Mallorca
Turkey
Morocco
South Europe
South Europe
South Europe
South Europe
South Europe
South Europe
South Europe
South Europe
South Europe
South Europe
South Europe
Cluster 3
AT
BE
CH
DE
GB
IE
NL
Austria
Belgium
Switzerland
Germany
United Kingdom
Ireland
Netherlands
Central Europe
Central Europe
Central Europe
Central Europe
Central Europe
Central Europe
Central Europe
Cluster 4
BG
CZ
HR
HU
LT
PL
RO
RS
RU
SK
Bulgaria
Czech Republic
Croatia
Hungary
Lithuania
Poland
Romania
Serbia
Russia
Slovakia
East Europe
East Europe
East Europe
East Europe
East Europe
East Europe
East Europe
East Europe
East Europe
East Europe
Cluster 5
CA
US
DO
Canada
United States
Domanican Republic
North America
North America
North America
Cluster 1
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Cluster 6
AU
AUW
CN
HK
ID
JP
KR
MY
SG
TH
TW
IN
Australia
Australia Perth
China
Hong Kong
Indonesia
Japan
South Korea
Malaysia
Singapore
Thailand
Taiwan
India
Asia
Asia
Asia
Asia
Asia
Asia
Asia
Asia
Asia
Asia
Asia
Asia
Cluster 7
AE
EG
JO
KW
QA
SA
United Arab Emirates
Egypt
Jordan
Kuwait
Qatar
Saudi Arabia
Middle East
Middle East
Middle East
Middle East
Middle East
Middle East
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Appendix 3: Contribution declaration
Name
Contribution (%)
Isabella Ahrens
50 %
Theresa Guetz
50 %
Signature
57
Visiting address: Skaraborgsvägen 3 · Postal address: 501 90 Borås · Tfn: 033-435 40 00 · E-mail: [email protected] · Webb:
www.hb.se
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